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"Fill in your gaps or enhance your offerings to match what the market demands," says Grenoble, president of Enchantment Group, the firm that manages Mii amo.
"You should always look closely to see your weaknesses," advises Heathman.
"Is what you're offering newer, better and more different than other area spas, or do you think you're going to make it because three others have?" asks Andreas-Tuel.
"You need to budget for education for a continued improvement of skills," says Sarfati.
"Look at new and different services that can help you address a new market segment," suggests Cortright.
"Our position as therapists has changed from enhancing relaxation to being a coach or personal trainer; it's dialed in and focused on skin care to help clients become healthier overall," says Suzuki.
Editor’s note: This article is Part III in the three-part series about Business Success. Part I, which addressed the aspects of a successful company, appeared in the April 2010 issue; and Part II, which explained various methods for staying successful, appeared in the May 2010 issue.
In Part II of the Business Success series that appeared in the May 2010 issue of Skin Inc. magazine, the details that go into staying successful were noted, including staying focused, overcoming obstacles and staying hungry. And although success does require forward thinking, in addition to attitudes and behaviors that make for a successful leader and team, at some point in the life of your business, you are going to have to get down to the nitty-gritty details. These details are unavoidable even before you book your first client, but as your business grows and becomes established, they can seem less and less important; however, that couldn’t be further from the truth.
Before even putting a pen to paper, a new spa owner makes some very important decisions. “You need to have the vision of what you want to be when you consider yourself successful,” says Mark Grenoble, president of Enchantment Group, the firm that manages Mii amo, a destination spa at Enchantment Resort in Sedona, Arizona. “And your vision has to match the market conditions in your area.”
Location and demographics. Indeed, your location and demographics are two of the most important strategy-driving elements of any business plan. “What are the demographics of the neighborhood? Who are you hoping to appeal to—working women; executive men; luxury-seekers? That is the key that will dictate everything, including how the spa will look. Are you going to use marble, granite or tile? Exclusively designed furniture or furniture from a chain outlet? The demographics and location will dictate what you want the place to be. This is where everyone makes a mistake,” says Lydia Sarfati, founder of professional skin care company Repêchage.
Another detail to consider when signing a lease on your new location is population density. “You want to make sure you’re putting yourself in dense populations during high seasons if you are a resort spa, and you need to be in an area with enough population to support your business if you are a day spa,” says Dorothy Andreas-Tuel, president of award-winning The Sewickley Spa, with locations in Sewickley and Ligonier, Pennsylvania, and at Wisp Resort in McHenry, Maryland.